In my role as Head of Supply Chain I am responsible to implement best practices, establish a high performance culture and build a professional team. Additionally I am steering member of the Advising committee to the CEO for business and cultural transformation.So far in the journey with Libermann; Developed and implemented supply Chain Strategies along with KPI based performance monitoring system. Collaborate with suppliers on technical support, compliances and pricing.Improved cash cycle through reducing inventory levels.Significant improvement brought in OTIF (On Time in Full) via close coordination with cross-functional departments and suppliers.Mitigate inefficiencies via Value Stream Project.From 2022 to 2023 Libermann business improved from 400'000 pairs to 750,000.

I was responsible for improvements in operations & supply chain functions, Team Building, Objective & KPI settings, Strategy Formulations.AchievementsSet goal for 2025 and formulate strategy to achieve the goal.Introduced performance management systems with KPI based appraisal. Set departmental objectives & individuals KPI for performance monitoring.Established monthly S&OP meeting to monitor performance and address business challenges.Prepared Greenfield and finalize to be organogram for 2022-23, with skill needed, JDs and KPI s. Launched MTOs program and appointed management trainees from NUST & UET in EHS, Maintenance, IE & QC. Introduced concept of Gemba Walk and started at basic level. Increased production lines of leather gloves from 9 to 15 for additional business. Innovate existing ERP system likewise SAP methodology that improved availability of material from 27% to 80%.Convert conventional stitching to LEAN stitching lines that bring saving of Rs.413k per month.Building relationships with vendors that benefitted in prices and smooth supplies.

Established KPI boards and Obeya Room for daily analysis of performance vs targets this is key of success that brought improvements with pace. Developed standard work for quality control system through feedback from stitching department and monitoring of results vs requirements. It reduced rejection rate from 2.5% to 1.5%Improved inspection productivity from 336k mtr to 378k mtr per day, with the target of 398k mtr using 8M methodology that helped in gap identification and drive actions. Optimized inventory from 2.2mln mtr to 1.6mln mtr through effective delivery and depletion planning. Improved Visualization of department through 5s & Obeyaka methodologies.Set individual KPIs, SOPs and improved team performance through daily monitoring at KPI board. Constantly monitored outstanding jobs / order and brought down from 1000 plus jobs to 400 jobs per day.Registered saving of Rs. 2mln per month through skill development of team and eliminated contractual job of Touching & Cleaning. Saved Rs. 1mln per month through delivery cycle which enabled to windup contractor vehicle. Planned greenfield for department and executed right sizing of department and brought saving of Rs. 1.5mln per month. Initiated project of automation for quality control, material handling, Warehousing and Delivery that will bring saving of Rs. 5.mln per month with 2.5 years ROI. Received 4 awards in a year as acknowledgment of improvements and dedication at work in 2020.

Responsibility assigned to Streamline Production, Procurement and Shipment Planning. Improve inventory management to reduce: inventory days, stock outs, utilize obsolete inventories. Prepare dash boards that can bring visibility to all internal stake holders over capacity utilization, inventory updates, orders flow. Empower team so that their performance can be acknowledge as future leaders.Achievement Digital Innovation through automation of MRP model through SAP.Improved OTIF to more than 98%.Reduced inventory days to 95 from 102 days.Empowered team through improved decision making, better planning and monitoring. Prepared dash board of productivity, inventory and purchase reporting.I was also Responsible for Production assignments for 2 years, Targets provided :Reduction in customer complaints and improvements in deliveries.Adjustment of work force at all levels. Motivation of workers. Identify inefficiencies in system and processes and take remedies to bring improvements. Improve Gross Profit Margins.Reduction in WIP, obsolete and slow moving stock. Formulation of functional objectives and set KPI to develop high performance culture.Achievements:Reduced rejection rates from 4.72% to 1.75 % in 2 years. Reduced products complaints by 36% in 2 years.Controlled and Improved material consumption that lead to saving in material by 3% in Rs.5.8million in 2018.Utilized obsolete stock of fabric for Rs.2million in 2018.Utilized Slow Moving Stock of fabric for amount Rs.7.7million in 2018.Reduced 50% workforce in knitting which bring cost saving of Rs.2million in 2018.Reduced Labor cost in stitching through balancing of 21% strength of workers which brought down from 736 to 581 nos through effective cell balancing systems in 2018.Successfully implemented JIT in Production department which bring down WIP from 7 days to zero in 2018.Created various recreational event for down the line workers

Played vital roles in various projects with General Manger. I was Responsible for:End to end Supply Chain Operations from Procurement Planning, Purchases, Imports, Inventory Management and Warehousing to Production Planning & Export.Communication with vendors in Asia, US & Europe.Liaison with sales team at Canada, UK, Germany, Middle East & India.Calculation and share product wise break even and finalization of prices.Capital and Financial Budgeting. Financing from banks. Preparations of Financial Reporting, Management Accounts, Board meetings packs & presentations. AchievementProvided record saving through negotiation with vendors on procurement of Raw Material $2.5million.Create healthly competition between freight agents and brought saving of more than $100,000 in a year.Planned Capacities remain filled upto 90% through close coordination with sales team.Generated SOPs for Finance, Supply Chain and Warehouse functions.Developed team of Finance, Imports, Exports, Planning, Procurement, Auditing, Warhouse.Setup 3 industrial units at CEPZ by means of timely arrangements of resources, license and quick understanding of Govt rules and regulations.Implemented SAP and actively participate as process owners of FICO, SD and MM. Got Special Award in recognition of efforts.Kept inventory days between 50 to 55 days through effective procurement planning.Successfully complete project to bring seamless glove knitting unit in profit within 3 months by tightened control over material consumption and effective utilization of capacities as per need of Break even point.Initiate Business Development in Bangladesh, which added few direct customers of $12,000 annual sales.

I was responsible for; Inventory management.Filing of Sales Tax Return.Handle DTRE issues with National Board of Revenue.Liaison with Custom & Tax authorities.Preparation of Financial Statements (statutory accounts) (Monthly, Quarterly & Yearly). Working Capital Management.Achievements:Trained Warehouse, Commercial and Accounts team.Established system of inventory management in stores and warehouses that improved tracebility and controls.Improved cash cycle by 15 days through working capital management.Handled old case of DTRE which save the loss of Rs.60million.Took up pending sales tax refund cases with sales tax which help to recovered amount of Rs.1million.

During the construction of Japan Consulate in Karachi I was responsible for:Preparation of BOQ for submission of contract.Preparation of Bank Reconciliation Statements.Handling of Petty Cash.Preparation and Posting of Vouchers.Communication with Toshiba for submission of samples, quotation and bills.